Personal growth program: planning in practice. Self-development plan: creating an effective program for changing yourself

An individual development plan, an example of which we will consider below, is a tool with the help of which an employee purposefully and systematically develops the necessary qualities and skills. The IPR itself is a specific document that specifies specific goals development and certain actions with which you can achieve them.

Benefit of the company

That is why in most modern companies Each employee receives an individual development plan. An example of such a document will be presented below. With its help you can implement several tasks at once:

• the employee begins to engage in his development more systematically and purposefully;
• coordination of work and development goals is ensured;
• opportunities for control and self-control emerge;
• specific and general ideas of self-development are translated to the level of performing specific actions;
• an analysis of your strengths and weaknesses is carried out.

In the vast majority of cases, IPR is used by large companies as a tool for self-development of managers working in the personnel reserve. But this does not mean that it is ineffective as a independent methodology, since when correct use plays very well important role in improving staff performance.

Benefits for employees

For an employee, the example he receives in his hands is beneficial in the following ways:

• it allows timely preparation for any new projects, positions or upcoming changes in the organization;
• self-organization is ensured, since with the presence of IPR it is much easier to introduce into your work or life plans any actions and events that help achieve specific goals;
• priorities are identified and emphasis is placed that need to be paid attention to in the process of development and learning.

Through the systematic use of IPR, it is possible to determine the managerial potential of the company, as well as predict the main opportunities for its further development. Also, more experienced employees are involved in monitoring development and training processes. Knowing the individual development plan, an example of which is given to each manager, the company can engage in more accurate implementation of personnel policies.

Among other things, with the help of IPR, the direction of efforts used within the company's strategy is ensured. By participating in the development of IPRs using internal and external consultants, the company provides assistance to managers in prioritizing and placing emphasis during training and development in accordance with the chosen tactics.

How to compose it?

To ensure real impact using a plan individual development, an example of it should be drawn up by a competent specialist with experience and skills in conducting similar works. Basically, compilation includes three main stages.

Preparation

The employee studies the report on the results of the assessment (if one has been carried out), after which he receives and studies the main development-related recommendations from the manager, independently determines development priorities, and, if necessary, consults with internal or external consultants. What to do if you can’t draw up an individual development plan on your own? An example of such a document can be provided by a development and training specialist who is present on the staff of most large organizations.

Compilation

The employee fills out a table, indicating the priorities of his own development, and also draws up a map of developmental actions, on which he clearly indicates when and how he will develop the necessary skills.

Coordination

A consultant or manager reviews each individual employee development plan. Examples of such a document are widely available, so it will not be difficult for an employee to draw it up on their own. After this, the authorized person makes the necessary changes, if necessary.

Statement

A completed individual employee development plan, examples of which can be found in specialized publications, approved by consultants, is sent to managers or representatives of the HR department for final approval.

Areas of development

Among the main areas of development in the IPR the following are often indicated:

• Developing skills in the workplace. The employee engages in various changes in the work process that can help improve his competence.
• Perform special assignments or projects. After an individual employee development plan has been drawn up (example above), the employee is assigned to carry out a project that requires an increased level of competence from him.
• Learning from other people's experiences. More competent employees are monitored, after which a new individual specialist development plan is completed. More experienced colleagues can also give you an example of how to fill it out.
• Seeking feedback. An employee discusses his own work with subordinates and colleagues, considering it from the point of view of his competence.
• Self-learning. An in-depth analysis of his work is carried out, after which the employee independently looks for some more effective solutions that could improve his work in the company.
• Trainings. A person takes part in various training programs.

Thus, this tool is universal. Some people even draw up an individual plan for the development and life of the child. An example of such a document will be provided by psychologists, doctors and many other specialists.

What should the example contain?

IPR often includes a specific list of activities necessary to develop specific skills in a specialist. Depending on the field of activity specific organization and its scale, such a list can be extremely diverse and, in addition to other data, include the following:

• direct training in new skills within your organization, as well as obtaining them outside of it;
• participation in any projects where an employee can gain valuable experience;
• staff rotation;
• conducting an internship;
• mentoring, mentoring and coaching;
• performing any additional assignments, tasks and roles;
• passing optional or mandatory certification.

In the vast majority of cases, development plans do not include any tasks that relate to the achievement of specific KPIs or specific targets.

Deadlines

For newcomers, in the vast majority of cases, it is customary to set plans for a period of approximately six months, and for already existing employees this time period can reach a year. For HiPOs or employees with increased potential, such a plan can be drawn up for a period of three to five years at once.

IN best case scenario regulations on personnel training or any other document should include not only the levels career ladder, but also the criteria by which the professional skills and knowledge of a specialist are assessed. Thus, employees, together with their manager, can assess their current competencies and determine what needs to be developed to achieve the next career step.

Development of civil servants

In practice, it has been repeatedly proven that the use of IPR in government agencies is an integral element of managing and improving the work of personnel. With the help of this tool, a significant increase in the professional level of a specialist is ensured, which is important not only for the employee himself, but also for the government department in which he works.

An individual development plan for a specialist, an example of which you can see in the article, is a document that describes the main development goals and a certain list of actions required to be performed by a civil servant. At the same time, the coordination and approval of such documents differs somewhat from the above procedure.

How are they compiled?

First, an example of an individual development plan for a manager or employee is drawn up. In accordance with the official regulations, it should be developed for approximately three years.

If a person, then the individual development plan indicated by him is approved. This procedure is carried out by the organization’s management for three months after the official has been appointed to his position.

When an individual plan for a civil servant is drawn up (an example of a document is available at any enterprise), it must include the following characteristics person:

• education;
• work experience in your profession;
• quality of knowledge, skills and abilities;
• personal aspirations.

This is only a basic list of information that is taken into account when compiling this document. Individual development plans for civil servants, an example of one of which is given in the article, includes an indication of the duration of receipt additional education, as well as its main direction and expected effect.

How are they approved?

The approval of such documents is carried out by the heads of bodies or individual departments, depending on which category a particular civil servant belongs to.

The IPR is drawn up in two copies, with one of the forms sent to the employee’s personal file, while the second is handed over to him. That is why, when an individual development plan is drawn up, an example of filling it out must be provided so that you do not make any mistakes and the damaged document is not entered into your personal file.

In order for an employee’s dreams of any titles, scientific degrees or internships abroad to become more realistic, he must, under the strict guidance of his immediate superior, draw up his own development plan for the next three years. Therefore, you can always motivate your employees with potential development within the company, constantly showing that they still have room to grow.

What does it include?

An example of an individual professional development plan for a civil servant is, first of all, a specific list of activities aimed at managerial and professional quality employee. The main types of such events are the following:

• Educational. They are aimed at ensuring that the employee receives some new knowledge that may be useful to him in the performance of his immediate duties.
• Developmental. They are used to improve a person in his professional field and acquire new skills. Thanks to such events, the employee covers new horizons in his work and can perform a wider range of tasks.
• Fixing. Activities designed to practice skills that an employee already has or has recently acquired.

It’s worth noting right away that examples of an individual employee development plan for competencies should be drawn up separately for each specialist, since the main objective of this document is to determine the personal differences between what level the official has at this moment, and those who are needed from him in higher positions.

The basis for compiling the IPR includes a number of assessment procedures, which also include a personal interview between the boss and the employee himself. In each individual case, the specifics of the civil servant’s activities, as well as the position he occupies, also leave their mark.

What do you need to know?

In the standard version, the individual development plan includes three main elements that will be developed by a civil servant: abilities, knowledge and skills. The tools that will be used in the process of implementing the individual development plan can have an extremely wide range, and its list directly depends on the results of the assessment of the abilities of a particular specialist.

Quite often, individual professional development plans include attending various external or internal trainings aimed at improving skills, as well as various tasks that are mainly of a managerial nature. The main elements of internships are indicated as a separate item, as well as the level of complexity of the official tasks delegated to this official. Basically, they are much more complex compared to those they encountered while performing standard duties.

Main aspects of compilation

In the process of drawing up an individual plan, not only the employee’s education and personal goals are taken into account, but also the tasks of the corresponding structural unit. In other words, the knowledge that the employee is going to gain must be relevant to his work activities. It is worth noting that a civil servant has the opportunity to receive additional vocational education not only with a partial break for up to three working days a week, but even with a certain complete break from performing their immediate duties.

The following can be indicated as the main areas of additional professional education:

• legal;
• managerial;
• planning and financial;
• organizational and economic;
• linguistic;
• information and analytical.

And all this is just a basic list of areas that can be included in an official’s individual plan. For example, some specialists may indicate in their plan the need to study a foreign language, and most of them do require this. A number of other activities are envisaged aimed at the professional development of civil servants, among which the following can be noted:

• postgraduate studies;
• obtaining higher education;
• participation in symposia, scientific and practical conferences, round tables and other events.

Among other things, today the desire for self-development is highly encouraged, which also needs to be taken into account.

The HR service of a specific department is developing an example of an individual development plan for a manager. Every year she must be involved in the formation of applications for training for civil servants within the limits of the available state order for advanced training, internship or professional retraining. At the same time, he may indicate that, for example, he has English language courses scheduled for the spring, in the summer he will give a presentation at a specialized scientific conference on law, and in the fall he needs to go to Foggy Albion to attend training related to effective personnel management. It is worth noting that in this case, the civil servant does not spend anything to obtain the necessary knowledge, and attendance at such events is fully paid for from the state treasury.

5 steps to a working Individual Development Plan

Why are IPRs needed at all? You probably know the expression that our thoughts are air, if we told someone about them, they are water, if we wrote them down, they are stone. By recording our goals on paper and prescribing steps to achieve them, we become somewhat closer to our development goals than when we simply think that “it would be nice for me to learn English language».

So how do you create a workable development plan?

The classic version of the IPR structure is as follows:

• Development Goals
• Development focuses with a description of the desired end result
• Development methods
• Developmental activities
• Deadlines, completion marks and achieved results.

What is important to remember?

IPR cannot be an end in itself. This is precisely the mistake that many companies have: the presence of an IPR as a fact, so that “it will be”, because HR requires it. IPR is a tool, not a goal. And the goal is what this plan is drawn up for. The goals section of an individual development plan usually sets out the employee’s business goals, usually for 1 year. For an employee from the talent pool, the goal may be promotion to the next position.

If you write an IPR for yourself, you can also describe either your business goal or the goal of your development, let's call it the Big Goal.

You can ask yourself questions:

What work/business goals do I have this year?
- What is the main challenge facing me now?
- What do I want to achieve in 1 year?
- Who do I want to be in 1 year?

Now that you have identified your Big Goal (business goal or career and/or professional development goal), we move on to choosing the competencies (direction/focus of development) that we will develop in order to achieve the big goals. It is recommended to choose more than 2 focuses of attention for the year. According to research, a simple skill can be developed in 1-2 months, more complex ones in 6-9 months, and complex competencies consisting of several skills and abilities develop in about 2 years.

Answer the following questions:

What competence will I develop?
- What specific knowledge/skills/skills do I lack to achieve results?
- What knowledge/skills/skills will be important in my future role?

As you know, development occurs according to our strengths. They say that 80% of the success we achieve is in next year- will be based on our strong competencies. And also develop your strengths- it is much easier, faster, more effective, enjoyable, and we ourselves are able to evaluate our progress without outside assessment.

The development of our weaknesses requires much more effort, time, motivation, and here it is important to remember that most likely we will not be able to turn this into our strength, but we will be able to reach it to an “acceptable” level.

When to develop weak sides(or “development areas” as they are correctly called):

1. When the tasks associated with this competency cannot be delegated and/or the impact of this quality cannot be reduced by using one of the strengths;
2. When necessary to effectively perform current work;
3. When we understand that we will need this quality in our new role and must be present in us to one degree or another.

Here it is also necessary to define visible or measurable development results for each competency:

How will the development of this competence affect the results of my immediate activities?
- How will my manager understand that I have strengthened this area?
- What will happen if I do not develop this competence?
- What can I do when I develop this competency? What does success look like?
- What will I do differently?
Next we move on to choosing development methods:
- How will I develop this competence?

As you know, 70% of everything we learn - we learn in the process of working on the job by solving real work problems or participating in various projects, another 20% is learning from the experience of others, working with an experienced mentor, coach, mentor, and only 10% of our development comes from “passive” development methods, such as trainings, seminars, webinars, lectures, books, etc. For development, it is better to choose at least 3 different development methods.

Developmental activities - what exactly will I do?

Here it is necessary to prescribe specific actions, for example, if I develop the “Persuasiveness in Communication” competency, then my development actions could be:

1. Provide at least 3 arguments when presenting your position.
2. In advance of negotiations or presentation, think through possible objections of the interlocutor and formulate counterarguments.
3. Selection and use of examples and metaphors in presentations.
4. Study and application of graphic visualization methods in work.
5. Requesting feedback after each meeting with key people, etc.

Create an action plan for each competency you develop. To do this, ask yourself the following questions:

What task/project in the workplace will develop this skill or ability? What else? What else?
- How can I use my strong skills and abilities as “substitute” or “compensatory” for this competency?
- Who and how can I attract from managers, colleagues, experts or coaches and how could they help me in the development of this area and in what way?
- What courses/books/electronic resources can help me develop this area?
- How else can the development gap be filled?

Record each action on a separate line. The number of developmental actions is not limited, but must be realistic.

Determine the time frame for the action plan. You can specify either a specific deadline for completing each action or the frequency of regular actions (daily, once a month, etc.). Consider the complexity of the field and the urgency of the need. Next to each action, leave a space to indicate that it was actually completed.

What else is important?

It is important to think about the resources needed:

How much time can you devote to your development per month/week/day?
- What other help and support do you need? How can you get this help?
- How can you support yourself?
- How will you monitor progress?

It is important to have a development mentor and/or coach. A mentor is needed to suggest or even show how to do it or where to find the necessary information, and with a coach you can choose the most optimal ways of development for yourself, discuss the difficulties you encounter in the course of development, and celebrate progress. It’s good if your manager can act as a mentor. If this is not your case, agree with one of your colleagues or senior comrades. You can also find yourself a development partner (someone who is also focused on developing a certain skill or ability) and discuss your progress with him weekly according to a simple scheme: what worked, what didn’t work, what are your plans for the next week.

It is important to regularly monitor your IPR from the point of view of its relevance, because life does not stand still, business tasks can change, and the focus of your development may also change.
And don’t forget to evaluate the results of your development at the end of the period and celebrate your successes!

Elena Vetshtein

Everything you wanted to know about planning in detail

In previous materials about planning The system for constructing a personal development plan was examined in great detail. In the questions that come to the project’s email, I see details that require clarification and clarification. So, where does it start and what does a personal development plan include? Let's look at it step by step.

1. Start

Planning begins with understanding your priorities. Personal growth plans are not daily to-do lists! Conscious movement in the desired direction begins with a clear idea of ​​where you need to end up.

If it seems to you that you are a person without goals, if you are sure that you have no idea where to start and where to move, there are still ways to understand your own guidelines.

In the very general view The most important for a person are four components of life: health and physical form, relationships, self-realization and financial independence.

Simple question, what (what results) do you expect in each of these areas in 5-10 years, will help you honestly answer what you really want. It is better to write down all your answers.

1. Vector for the result

Once you have determined what is important to you, it’s time to outline the current state of affairs in each area by answering the question of what exists now. This the gap between what is available and what is desired will form the basis of a self-development plan.

1. Strategy

In simple words, a personal growth strategy is a long-term plan. If you have decided on the desired results, set goals, you need to answer the question: how to achieve the desired result.

1. Deadlines

The next logical step would be to link major stages of the strategy to specific deadlines. This will be a good guide for clear, controlled movement. The main condition is the adequacy of the deadlines.

Example. Today you are grade 1 obese, but you want a normal BMI. This means that in five years you need to build a new power system and physical activity, as a result of which it will go away excess weight gradually and step by step. Let's say you want to lose 20 kg, then: the first year - 30% of 20 kg, the second year - 20%, the third year - another 20%, the fourth year - 10%, the fifth year - we maintain the result.

Further. Today you are a freelancer, and in five years you want to realize yourself in business. So, you are building this path for yourself. For the first year, you develop the concept of your business, make a business plan, attract investors, and launch a project. Second year - create an initial client base. The third year - you are increasing and multiplying your client base. Fourth year - you are again expanding and multiplying your customer base. Fifth year - analyze the results, prepare for exit new level business development (new products and services, new markets).

Finance: first year - create a safety net, invest in business, redistribute sources of income. Let's say in the third year you want to make a profit from your business. Again questions: how much? And How? And so every year according to plan: income and their sources; expenses and their sources; options for accumulation and multiplication.

1. Action Card

Finally we are approaching to-do list – regular, targeted actions, which in total will lead to the planned result. Most main secret action maps is that the closer the stage (plan point) is in time, the more detailed the action map.

There is no point in planning in detail even for a year. The larger the planning period, the more global the plans are.

For example, I usually detail the plan for the month and even more detail the week. As a rule, during the week I stop. I make plans for the day when there is so much to accomplish in a day that without a list you can get lost. For several years I have been using the free planning system, when a plan is drawn up for the week, and in free mode all tasks are completed within a week. The main condition is to complete everything planned in a week. In such a system, there are no rush jobs and time pressures, there is no feeling of guilt for not being able to do something today.

1. Graduality and regularity

Planning often doesn’t take root because, having created a very good plan, we strive to immediately implement everything planned. This is mistake. A good example: a beginner in figure skating wants to perform a free program Olympic champion. Will it work? No. It won’t work right away because you don’t have the appropriate skills and abilities; it takes years of training. This is exactly the case in planning and in living according to plan. You need to introduce planning into life gradually, slowly and regularly pumping up this skill, bringing it to automatism, forming a skill. Over time, planning and living according to plan will become integral components of your effectiveness, and a notepad at hand a good helper to not only dream, but also have time to implement your plans.

Elena Vetshtein.

P.S. For those who want a deeper dive into the topic of planning and managing life outcomes, proprietary programs and materials have been created. Here you can choose a training model that suits you to manage yourself and your life results.

TO LEARN MORE

An individual employee development plan is a program of activities aimed at increasing the employee’s efficiency and his professional growth in the company.

Formation of a personal “schedule” - strategically important point. The specialist has a clear idea of ​​how to build his career, which is an obvious incentive. For an organization, this is the formation of a pool of loyal and worthy personnel. The Rabota.ru portal decided to find out how companies create personal career plans.

A career “guide” is compiled personally for each employee. An individual plan determines priority areas, strategies and recommendations for the development of a specialist. It contains a precise list of actions. For example, an employee may be recommended to undergo certain trainings and seminars to improve their skills, study specialized literature, study foreign languages, development of specific skills - for example, to conduct business negotiations. In addition, a career plan may include performing special tasks and developing any projects, etc.

An individual career “map” not only gives a specialist an idea of ​​future prospects for working in the company, but is also an excellent incentive for high-quality performance labor responsibilities and for career advancement.

Labor market experts told the Rabota.ru portal about their experience in drawing up an individual development plan, the methodology for its formation, what a personal “guide” can contain, and most importantly, what can an employee get after achieving his goals?

Case 1. "LANIT"

Ekaterina Chebysheva, Deputy Director of the Management Consulting Department,
Management systems and consulting department, LANIT company:

“An individual development plan is a document that reflects the main tasks and activities
related to the professional and personal development of an employee for a certain period of time.

Typically, a development plan is drawn up by a manager, an HR specialist or the employee himself to achieve specific goals. For example:

— preparation for work in a new position;
— fulfillment of new responsibilities;
— development of skills necessary to improve performance in the current position;
— ensuring the interchangeability of employees, universality of knowledge and skills;
— preparation of personnel reserve, etc.

A development plan can be formed as a directive document if, for example, an employee’s performance is low due to a lack of knowledge or experience. In this case, the plan for training and development activities is drawn up by the manager or HR specialist, and the employee is obliged to carry them out in full. specified deadlines. Also, the plan can be drawn up as a document agreed upon by the employee and line manager, and take into account not only the employer’s requirements and expectations for professional development, but also the employee’s opinions and wishes in the field of professional development.

In this case, drawing up a development plan is usually part of the procedure for regularly assessing the employee's performance and qualifications. At a meeting-feedback session during summing up the results for a certain period, the manager and employee discuss the results of work and jointly identify areas and areas of development of the specialist, taking into account the strengths and areas requiring development, as well as the employee’s career prospects in the company.

An individual development plan, as a rule, contains a list of developmental activities. Depending on the company’s field of activity, this list can be very diverse and, among other things, may include:

— training (both in the company and external);
- selfeducation;
— participation in projects where an employee can gain valuable experience;
— job rotation;
— mentoring;
— mentoring and coaching;
— internships;
— performing additional tasks, roles, assignments;
— passing certification.

Development plans usually do not include tasks related to achieving specific KPIs or targets. They are included in performance plans. But there are situations when employee development goals are part of his performance targets.

At LANIT, development plans are formed taking into account the results of employee competency assessment (corporate and technical) and the results of performance assessment. Development plans for beginners are drawn up for six months, for more experienced ones - for a year. The manager and employee jointly decide what knowledge and skills the employee needs to move to the next career level (the requirements for each level are formalized). The manager also explains which specialists in which areas the company needs for further development. The achievements and strengths of the employee are also discussed, how the best way develop his talents, in which areas he can fully realize his potential. At proper organization Such meetings allow you to motivate an employee to improve their skills and work efficiency and bring enormous benefits.

The subordinate and the manager have the opportunity to provide complete and regular feedback and determine the professional and career prospects of the employee in the company. The result is reflected in the development plan in the form of a list of specific measures that need to be taken to achieve the goals. To maintain development plans, LANIT uses a specialized software solution, ETWeb Enterprise. This system also organizes the accounting and approval of applications for training and certification, as well as the costs of developing each specialist. The entire history and all data about the stages of employee development are saved.

Development plans are not directly related to financial incentives employees. Professionals interested in professional and career growth have the opportunity to receive the necessary resources and assistance. In cases where improving the qualifications of an employee and obtaining certain certificates is important for the company, tasks from development plans can be included in the performance plan and the employee receives bonuses for their implementation.

When conducting a final assessment, the manager always pays attention to the completion of the tasks included in the development plan and how the employee feels about improving his own qualifications. This information can influence the size of the salary increase, the decision to transfer to the next career level, or inclusion in the personnel reserve.”

Case 2. Euroset

Pavels Romasins, Director of the Development and Development Department staff training,
corporate culture of Euroset Corporation:

“Two key thoughts:

1. Are you afraid that if you teach them, they will leave you? Be afraid that you won't train them and they will stay!

Developing your (sic!) employees is beneficial in all respects. And truly powerful business teams can do this! We at Euroset are proud of the market value of those who have worked with us for at least a year, and the speed with which they find work.

2. We are also proud that our managers “of their own free will” rarely leave us, because Euroset is a real University of Power (UM).

If we don’t work well with someone, good luck to him in his new place. If someone couldn’t handle it and we’ve exhausted the time limit for him to be “integrated” into our system for creating powerful results, let him succeed in another company.

An individual development plan is always and directly related to the concept of personnel reserve. Essentially, it is a development plan that employees complete to achieve a higher-level (usually managerial) position.

Very rarely in Western companies an individual development plan is used for horizontal rotations (the so-called mobile reserve), which is important for retail companies with a developed branch network. But! For us, this is most likely not relevant for a number of reasons. In the Russian Federation, such a practice is not observed, primarily because employers are looking for employees on the principle of “with experience in this profile.” Besides Russian market labor today is still an employer’s market, which can hire an external employee who is ready to work, rather than retraining his own, which is an order of magnitude more expensive. Retraining within the company has become exotic for the same reasons.

Place of an individual development plan in the personnel reserve training system: assessment of a reservist - identification of development zones (gap analysis) - preparation of IPR - implementation of IPR - assessment of the degree of implementation of IPR - recommendations for appointment to a leadership position.

An individual development plan is a list of activities aimed at the professional and managerial development of an employee. Event types:

— educational (aimed at obtaining new knowledge);
— developmental (aimed at improving in one’s professional field);
— reinforcing (events that reinforce skills).

The plan is individual because it is based on identifying individual (gaps) gaps between that level professional competencies, which the employee currently has, and the one that will be required of him at a higher position.

The IPR is compiled on the basis of various assessment procedures, including a conversation between the manager and the employee himself. In this case, everything depends on the specifics of the activity and the position the specialist occupies.

Depending on what training and development goals we set, appropriate assessment methods are used.

The classic IPR contains three elements - knowledge, skills and abilities that are supposed to be developed by a reservist.

The widest range of tools is used in the implementation of IPR. It depends both on the results of the reservist’s assessment and on the position for which we are preparing him.

Most often, IPR includes attending internal and external trainings and advanced training (the entire possible range - from internship in a more complex area to obtaining an MBA), as well as various project tasks, usually of a managerial nature.

The elements of internships and the level of complexity of the tasks delegated to this employee are specified separately. As a rule, they are an order of magnitude more complex than usual.

At the moment, the Euroset Corporation has clearly set a course for the constant training of a certain number of reservists for the positions of store directors and regional directors (operational managers managing the “cluster” of stores). These are hundreds of people throughout Russia, Ukraine and Belarus.

This task is the most ambitious as it relates to assessment, training and development large quantity employees.

The individual development plan for reservists will include mandatory management courses and trainings, project work, associated with the analysis of economic variables in the operation of the store, and a plan for the implementation of managerial tasks delegated by the immediate supervisor.

The training of a reservist for a higher position lasts about a year, sometimes less, depending on the position for which we are preparing him. We train a director for six months, a regional director for a year. However, a lot depends on each individual person. For some, three months is enough to be ready for a promotion, while for others it is difficult to meet the stated six months or a year (which is not necessarily a “contraindication” to the appointment).

The result of a successfully completed IPR is a recommendation for appointment to a higher position. If a reservist cannot cope with the implementation of an individual development plan, then he may be expelled from the personnel reserve or continue to study.

What is the risk that older employees will quit? There is a risk if the number of reservists is incorrectly planned. If they are not prescribed in the next 1-2 months.”

Case 3. “BAT Russia”

Anton Gevorkyan, training and personnel development manager at BAT Russia:

At British American Tobacco Russia, an individual development plan is drawn up for each employee by his immediate supervisor.

As a rule, the IPR is designed for 1 year, but in some cases, for example, when planning the career of high-potential employees, longer-term planning is used - for 3-5 years. In our company, drawing up an individual development plan is mandatory for each employee.

The plan is drawn up to identify all the skills and abilities needed to efficient work in the current position, identifying among them those skills that need to be focused on the development first, as well as the skills that are necessary for the employee’s further career growth. At the same time, an individual development plan provides an understanding of what tools a specialist will use to develop missing competencies.

The “reward” in case of successful implementation of the development plan will be an increase in the efficiency of the employee’s professional activities, carefully thought out career, and high level self-realization and job satisfaction.

The following tools can be used to draw up an individual development plan:

— feedback from the manager based on the employee’s performance;
— self-assessment by a specialist of the level of his competencies;
— “360 degree” survey;
— testing;
— a set of exercises aimed at identifying strong and missing skills and competencies. Completion of tasks is checked by professional trainers, who subsequently provide feedback.

The development plan may include the following training tools:

— trainings;
— online training(e-learning);
— coaching and mentoring;
— reading professional literature;
— participation in cross-functional projects;
— attending conferences;
— training other employees;
— development in the workplace, that is, the development of one or another competence in the process of work.”

Practice shows that an individual employee development plan is integral element management and personnel development in large companies. This tool raises the professional level of a specialist, which, in turn, is extremely important not only for the employee himself, but also for the company. Highly qualified, efficient staff is the key to a successful business.

Problem 1. What to do if the individual development plan drawn up for an employee does not work?

Problem 2.What to do if an employee does not agree with the individual development plan?

Problem 3.How often should an individual development plan be adjusted?

The situation on the labor market is such that choosing a person who is suitable both professionally and personal qualities, it's getting more and more difficult. Therefore, employee training and development is becoming one of the highest priorities for many companies. How to retain key and promising employees? How to preserve the company's human resources potential? The solution to these problems can be individual development plans, which are necessary tool in personnel career planning. In addition, without it it is unthinkable to work with the personnel reserve, as well as attract young specialists to the company.

Why do you need an individual development plan?

The individual plan contains detailed algorithm development activities necessary qualities, knowledge and skills of the employee, which will ultimately increase the personal effectiveness of a particular employee. As a rule, the plan is drawn up for a period of three months to one year. It is optimal to create an individual plan as an element of a comprehensive system of adaptation, motivation, training and assessment of personnel. In this case, an individual development plan will be useful to both the employee and the company (Table 1).

Benefits of an individual plan

Benefit for the employee	Benefit for the company
The plan helps the employee focus his efforts on the chosen areas of development, that is, it allows him to understand: “What should I do in order to achieve my goals?”	The plan provides an opportunity to combine the employee's goals with the company's goals. Achieving his development goals, the employee simultaneously works to achieve key business indicators
Together with the manager, the specialist determines priority areas for growth, which allows for a better understanding own desires	Increases employees’ readiness to solve assigned tasks and also motivates them to be goal-oriented
Allows an employee to significantly accelerate the pace of their development and encourages them to work better	Allows the company to plan and conduct training based on the real needs of employees
The employee gets the opportunity to be an active participant in the process of his development, influence it, and independently evaluate personal progress and achievements	With the help of a plan, a company can unlock its potential best employees and direct it to solve critical business problems
There is no need to think about changing jobs, since the employee imagines the stages of his career in this company	When working with a personnel reserve, the plan makes it possible to track the stages of development of reservists

Marina Shurupova, Head of HR Department of the United Consulting Group (St. Petersburg):

“One of the factors determining the success of an individual development plan is active position employee, his need, readiness and desire to participate not only in the development of the plan, but also in its implementation. I know of an example where a plan was not implemented because employees were not interested in it.

Thus, in one trading company, due to undeveloped customer service and low motivation of salespeople, a process of falling sales began. The company's managers, together with an invited consultant, developed a number of activities: a series of trainings, implementation new technology sales new system bonuses. In addition, an individual development plan was drawn up for each sales manager. What happened in the end? Riot on the ship. Employees refused to participate in training and education events. After identifying the reasons, it turned out that when choosing training, the interests and wishes of sales people were not taken into account, while they had low awareness of the training goals and were not ready for changes - each of them was hostage to their habits and measured work process and at the same time considered themselves a unique specialist."

HR Dictionary

Individual development plan– this is a document containing the goals and program for training an employee, developing his professional and personal qualities.

Who draws up the individual development plan?

Ideally, an individual development plan should be drawn up by a manager together with his subordinate during a conversation. The HR manager oversees this process. You will need to evaluate the effectiveness of your activities: the results of certification and other types of employee assessments will be useful. Try to ensure that the employee takes an active part in drawing up his development plan. This will make it possible to more accurately determine his needs, career expectations, desires to develop in one direction or another, etc.

An individual development plan usually consists of three blocks:

• information about the employee (full name, position, etc.);
• a list of competencies that need to be developed;
• actions that an employee needs to perform to develop competencies.
• In addition to the above, the following information can be included in an individual development plan:
• about the position being filled by the employee;
• O possible movements employee in the company (within both horizontal and vertical growth);
• about the employee’s goals regarding professional growth;
• about possible career prospects*.

Elena Guryeva, Manager for recruitment and adaptation of personnel at Stoliya Group of Companies LLC (Volgograd):

“There are times when one of the employees does not agree with the individual development plan. To avoid this, it is necessary, first of all, to motivate the employee to fulfill the development plan. How to do it? First, you should explain why such a plan is needed, show with specific examples what positive changes in your career will result from its implementation. Then describe each point of the plan, discuss what each party will receive as a result. It is important not to impose a development plan on an employee, but to help him decide on methods and methods of training that will contribute to his career. Ideally, he would independently prepare a plan for himself and submit it to his manager for approval.”

Who needs an individual plan?

• key specialists;
• personnel reserve or applicants for high positions;
• managers at all levels.

In practice, an individual development plan is drawn up mainly for key specialists and applicants for high positions.

Tatiana Iliopulo,

“In our group of companies there is an opportunity for both professional (horizontal) and career growth (vertical). We use horizontal development if employees are not capable of being managers (and this is not always what the company needs). Such employees have the opportunity to acquire new knowledge and skills in their area of ​​functionality or in related areas, and become mentors, participants or leaders of new projects and innovation groups. For horizontal development, we do not draw up a detailed development plan. A simple list of activities is enough. Strategically, their implementation is monitored by the company’s senior management (twice a year), and more quickly - immediate managers and the personnel personnel responsible for this work. Vertical development is planned for employees who share the company's values ​​and are very loyal. A well-developed and long-term career development plan must be drawn up for them.”

When drawing up an individual development plan, take into account not only the employee’s goals and expectations, but also his concerns regarding the implementation of the plan.

How often should an individual development plan be adjusted?

To work effectively with the plan, it needs to be adjusted. We recommend adjusting the development plan at least once every six months after assessing the results, for example, in the form of an individual conversation. In addition, ask employees about the results and the need to change development plans.

In what cases is it necessary to make adjustments to the plan? It happens that the position for which an employee applies after the plan is completed is vacated earlier (for example, due to the dismissal of the employee from the position he replaced) than the development plan is implemented. In such situations, many employers take risks and promote an employee who is clearly not fully prepared, but with great desire and ability, to a leadership position. In this case, it is necessary to make certain changes to the plan, for example, reduce the amount of theoretical training and focus on acquiring the practical skills necessary for a manager. Also, the reasons for adjusting the plan may be the employee’s low motivation to carry out the plan, its formal implementation, or lack of time for training.

Possible problems when implementing an individual plan and how to overcome them

Once a plan has been developed and approved by both parties, the company may encounter difficulties in implementing it. The most common problem is lack of motivation. To avoid this, ensure that the plan is balanced and takes into account the employee's personal aspirations. Then there will be no problems with motivation.

The second problem is that the development plan exists only on paper or is carried out formally. To prevent this from happening, it is necessary to clearly plan the professional and career growth of the employee. To do this, it is necessary to determine the employee’s potential, his development needs and, most importantly, whether his growth within the company is realistic.

Third, the employee does not meet the employer's expectations according to this plan. The reason for this may be a lack of understanding of the employee’s development goals or incorrectly selected training. In the second case, it is necessary to clearly define what theoretical and practical knowledge the employee needs and correctly indicate the preparation time frame. In addition, emphasis should be placed on acquiring practical skills that will be useful for performing the job.

Lada Seredyuk, Deputy General Director for Human Resources of Navigator LLC (St. Petersburg):

“When an individual development plan is carried out formally or does not work at all, then the first thing that really needs to be done is to identify the reasons and errors that led to such a situation. For example, talk to the employee, find out what prevents him from implementing the plan, whether there are results after completing training programs, what he liked and what, in his opinion, needs to be changed, etc. If the employee did not meet the employer’s expectations, you should not blame this is just his. This means that when drawing up an individual plan, a clear development goal that was equally understood by both the employee and the employer was not formed. With an agreed upon goal, we can outline the smaller steps of the plan. Any problem is always easier to solve when we break it down into smaller ones.”

In addition to the insufficient level of motivation and formal execution of the individual plan, the following organizational risks may arise:

• cancellation of some corporate courses (for example due to dismissal, illness of an internal trainer);
• termination of relations with the training company (for example, due to a reduction in training costs, provision of low-quality services, etc.);
• reduction or freezing of the training budget;
• priority of business goals over the goals of the individual development plan.

To keep these risks manageable, consider how you can support your employees and managers as they implement their individual plan; do not forget to monitor the implementation of the plan (diagram on page 94).

Tatiana Iliopulo, Deputy Director for Personnel and Organizational Development of the Novard Group of Companies (Moscow):

“The main problem we face when implementing an individual development plan is the employee’s workload with operational activities. As a rule, the person himself needs to understand that in order to develop, he will have to sacrifice some of his personal time. If it exists and manifests itself in practice, then this is already 80 percent of success.

Ideally, when an employee completes the development plan and within a month takes the position for which he was trained. But in practice this does not happen often. As a rule, you have to wait some time (six months or even more) for a corresponding vacancy to appear. And the main thing here is that the employee does not burn out. This will help competent work company's personnel management services.

An individual employee development plan is one of the tools of the personnel management system. According to some experts, in order to reduce the risks when implementing an individual development plan, it is necessary, already at the stage of hiring employees, to give preference to candidates who are initially aimed at professional improvement and who perceive the individual plan as help in determining the direction of their development.

Do not use components of material motivation (bonuses, bonuses, etc.) to interest an employee in fulfilling an individual plan. As practice shows, in such cases the staff begins to perceive the individual plan as a source of income and treats its implementation formally.